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An Employee-Owned Specialty Publications International, Inc. Magazine

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May 2014

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May 2014 • Vol. 35 No. 5

Cover Story 14 18

Bottom Line Garry Bartecki Foggy horizon

Human Element Herb Greenberg, PhD and Patrick Sweeney of Caliper Corp.

The vital tension: Managing multi-generational teams

22 Cover illustration by Valerie Vorwald

Safety is no accident

6

Mary Glindinning

26

Sales Trends

Dave Kahle

Closing the Sale – A Realistic Perspective

Your Business Clete Campbell Superior Tire celebrates 50 transformative years

Columns 10

Aftermarket

Are you looking for increased revenue from your dealership?

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Reader Resources John Walker

Material Handling Wholesaler: (ISSN # 2155-3467) is published monthly for new and used equipment dealers, equipment manufacturers, manufacturer’s reps, parts suppliers, and service facilities serving the material handling industry. Editorial opinions expressed herein are the author’s and do not necessarily reflect the opinions of Material Handling Wholesaler. All material contained herein is protected by copyright laws and owned by Specialty Publications International Inc.

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Cover Story Mary Glindinning

SAFETY IS NO ACCIDENT! Accidents in warehouses and on docks cost human suffering, time, money and loss of product. Training, enforcement of rules learned in training, proactive design and maintenance can minimize the number of accidents. “Safety is an attitude. Employers that take it seriously should find more employees taking it seriously,” said Rick Kidder, service training manager for Toyota Material Handling, U.S.A., Inc. “An easy item to do beyond training is to perform a self- audit. Create your own list and check your operators and facilities. Do the operators and facilities meet your standards. Are they following your safety rules? Please visit OSHA’s and National Safety Council’s websites for workplace safety-related information. Constant reinforcement on safety is critical to keeping your employees safe.” “Make sure all operators are current on certification, that they use seatbelts and harnesses and follow speed limits. Remind employees about safe practices, and add rules that help reduce the chances for an accident,” Kidder said. “Inspect the facilities for the current forklift traffic. If you find corners where you cannot see well, clear them. Are the aisles wide enough to easily travel down? If not, clear them. Assign “no pedestrian” traffic areas, inspect and complete daily checks on the equipment you are using. Keep up on your housekeeping; remove clutter/debris in all areas of operation. Before operators leave a forklift unattended, lower the forks to the ground, turn it off, remove the key, and make sure the parking brake is set. Forklifts

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May 2014

should be kept in a clean condition. Don’t keep clutter in the operator’s compartment. Read and understand the equipment data plate, don’t jump on or off the equipment. Check condition and weight of loads, make sure loads are properly balanced, eliminate creation of any loose loads, squarely engage loads until load touches carriage, don’t slam in to loads, and remove any damaged or broken pallets from service. Inspect forks and make sure they are the correct length and go completely under load,” he said. Some safety advances came from automotive technology. “Toyota’s SAS (System of Active Stability) and Active Mast Control (AMC) technologies were designed specifically to reduce the likelihood of tip overs,” Kidder said. “Following the introduction of SAS, transportation injuries involving forklifts in the United States decreased while the SAS field population increased between 1999 and 2010. While mandatory operator training enacted by OSHA certainly plays a large part in these reductions, the safety impact provided by SAS cannot be underestimated. Toyota’s SAS system helps reduce the likelihood of overturn accidents. Regardless, operator safety training remains the best defense in accident prevention.” Lift truck design plays a part in safety when it minimizes operator fatigue and stress, he said. “Comfortable drivers significantly improve safety as they are more likely to concentrate on the job at hand. Whereas lift trucks with poor ergonomic design can cause poor posture or repetitive strain, well-designed ergonomics help protect the driver from


Cover Story

injuries such as back and neck problems. As a result, ergonomic features, such as adjustable seats that can swivel; seat-side hydraulic controls or mini-levers; rear assist grips with horn button and tilting steering columns are now commonly available through Toyota’s product line,” Kidder said. Some hazards are harder to see but just as problematic. “Ergonomics and safety should be considered tightly connected,” said Chris Castaldi, manager of business development for W&H Systems in Carlstadt, New Jersey. A pinch point or an obstacle is easier to see, but injuries also result from repetitive motions or other ergonomic problems. “Most people think safety is an immediate accident, versus ergonomics issues that develop over one or two years. The ultimate result is the same. “I think the best companies look at safety and say we expect to have zero injuries on the job, and we do what it takes to achieve it,” Castaldi said. “The problem often is people get penny wise and dollar foolish. They say ‘that costs money.’ It costs a lot more money from injuries. It’s not a good business model to try to figure acceptable injuries. Those tend to be businesses that don’t last. In a well-run warehouse, you’ll see very few accidents and when they do happen, it’s because people were breaking procedures,” he said. W&H is a three-pronged business, and all parts focus on safety, from incorporating safety in a new or existing warehouse through consultation, to selling the right piece of equipment and making sure the buyer knows how to use it correctly, to noticing wear and making sure equipment is maintained to stay safe, he said. While no injuries are acceptable, sometimes some product loss costs less than what it would take to make a warehouse completely damage free, he said. Zero damage could cost more than the value of the product that was damaged. “You can’t use that same analysis with humans because they’re priceless.” Everyone is better off when the numbers on the signs that list days since the last accident have high numbers. “I think with a broad sweep of the brush, high travel speeds are the X factor in any accident,” said Chris Webre, president of Safety Systems and Controls in Houston, Texas. “The causes of accidents are many,

What factors contribute to forklift trucks accidents? Many work-related factors can cause accidents. Grouping them into specific categories may help to analyze accidents and, eventually, to prevent them. What factors of work organization can contribute to forklift trucks accidents? • Lack of training or improper training of workers who have to operate forklift trucks. • Production factors such as speed or stress. • Lack of proper tools, attachments and accessories. • Improper assignment of forklifts and operators. • Poor maintenance of forklifts. • Age of forklifts. What behavioral and operational factors can contribute to forklift trucks accidents? • • • • • • • • • • •

Travelling at excessive speed. Riding with the load elevated. Improper backing up techniques. Improper turning, breaking or accelerating. Improper warnings to others about a forklift in use nearby. Poor communication during shared tasks, or in shared spaces. Riding or giving rides on forklift or load. Parking the forklift improperly. Improper blocking of wheels on semitrailers or railway cars. Horseplay; stunt driving; jerky, erratic driving. Inadequate servicing of the forklift.

How can workplace design contribute to forklift trucks accidents? • Narrow aisles. • Crowded, cluttered aisles. • Obstructions at intersections and doors. • Volume of traffic in work area. • Walking and working in the general area of forklift operations. • Other workplace conditions such as noise, odors, toxic gases, dust, or poor lighting. • Many ramps with different surfaces. • Condition of loading dock.

What characteristics of the load create a hazard? • • • •

Poorly stacked or piled on the pallet. Pallets in poor repair. Load too heavy. Load unstable or blocking vision.

What mechanical conditions or design features increase the risk for forklift accidents? • Malfunction of brakes. • Malfunction of steering. • Malfunction of clutch, shift linkage, or transmission. • Malfunction of mast assembly. • Leaks in hydraulic systems or transmission. • Safety devices lacking, inadequate, or malfunctioning. • Emissions from forklifts. • Blind spots or obstructions blocking driver’s view. • Poor layout of controls and displays. How can accidents with pedestrians be reduced or avoided? • Separate the pedestrian and forklift traffic by creating designated walkways or travel ways. • Restrict people from entering areas where the forklift is operating. • Keep a safe distance from the forklift whenever possible. • Pedestrians should always let the driver know they are in the area. Make eye contact with the driver to ensure your presence is known. • Ensure the area is well lit and there are no obstructions. • Be cautious near blind corners, doorways, and narrow aisles. Sound the forklift horn at intersections. • Use high-visibility clothing, where appropriate. • Limit forklift travel speed. • Do not walk near or under raised forks. • Do not load the forklift in a way that restricts the driver’s viewing area. • Avoid driving forklift near areas where pedestrian traffic is high (e.g., lunch rooms, time clocks, entrances/exits).

Source: Canadian Centre for Occupational Health and Safety

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May 2014

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Cover Story

but as travel speeds increase, the resulting damage explodes exponentially. A fully loaded fork truck is like a mini train; it doesn’t stop on a dime and when it hits something, there’s no give.” “Some things that make a zone more accident prone include poor visibility, poorly marked truck travel/pedestrian walk areas and high travel speeds,” Webre said. So making zones forklift only or pedestrian only makes it safer, as do continual operator training and proper equipment maintenance. New safety products are coming out all the time and businesses in general are much more proactive when it comes to safety than they used to be,” Webre said. “The costs of product damage, injuries and legal settlements make increasing safety a no-brainer.” Safety Systems and Controls has introduced Ped-Guard as an add-on to its Pace-One Xone Speed Control system. Using infrared transmitters, the system limits forklift speeds to the appropriate level for the zone. The add-on means a “fork truck automatically slows down when approaching the battery-powered key fob-sized transmitter that can be mounted or carried. This is ideal to protect people walking around a facility, great for protecting workers in temporary work zones or slowing trucks around spills or accidents,” Webre said. The company also has another new product, Lift-Lok, that decreases the likelihood of a tip over by stopping an operator from lifting more weight than the truck is rated for, and cuts the amount it can carry if the load is not positioned load center. And its Dot-Lock transmission shift inhibitor stops trucks from changing travel direction at elevated travel or engine speeds. “An area that is often overlooked is stretch wrap operation safety,” said Eric Esson, national sales and marketing manager for Frommelt Safety Products. “As with most industrial processes, this was originally a manual operation, but is now commonly automated. While most workers are happy to not ‘stoop and circle’ a pallet of product, this particular aspect of plant operation has long been overlooked as a hazard. With suppliers adding more automated functions to their floors (including intelligent conveyors, AGVs and AS/RS systems), it’s critical that safety protection methodology is similar to that of other automated or robotic processes and is compliant with current standards. Automated barrier doors coupled with perimeter guarding (like our RoboGuard fence) are a few methods to address stretch wrap process safety.” Isolating the wrapping or other jobs from operators and passersby increases safety. Frommelt has a line of machine guarding products, including the Guardian Defender, a high-speed, highcycle automated door. “It is a great alternative to light curtains and area scanners, as it provides a physical barrier and takes up less floor space,” Esson said. Good practices and training can also avoid many accidents. “Unfortunately, there are always going to be accidents but the good news is that the number of accidents have reduced and that is attributable to increased employer training awareness,” said Jeff Ord, president of Forklift Safety Training Services. “Over the past 22 years that we have been in the business of OSHA compliant forklift operator training, we have seen the accident numbers come down and forklift operator training increase. There is absolutely no doubt that proper training is the key to minimizing

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May 2014

forklift accidents. The two major accident related injuries caused by forklift trucks are tip overs and being struck or run over by a forklift. Regardless of training, in either type of accident the injury outcome will never change. The only thing we can do is reduce accidents with proper training.” Employers should do proper training, enforce daily pre-shift inspections, require operators to wear seatbelts and use back-up warning horns or alarms. Employees should “follow the safety rules that they were taught in training, expect the unexpected and don’t take chances,” Ord said. His company distributes training kits to employers for operators. The mandatory training components are defined by OSHA. It is the employer’s responsibility and the training must be site and equipment specific. “The forklift operator’s training is not transferable from one employer to the next. Every employer must have documented evidence for their training and driving evaluation tests of the operators. And if not, the employer is subject to a fine or penalty,” Ord said. “All forklift operators must be trained, tested, evaluated and authorized, not certified. The wallet authorization cards are issued by the employer and that training is site and equipment specific and does not transfer or pass along to the operator’s new or next employer.” Mary Glindinning is a freelance writer who has worked at daily and weekly newspapers for more than 20 years. She lives in rural Shullsburg, Wis. E-mail editorial@mhwmag.com to contact Mary.

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May 2014

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Aftermarket John R. Walker

Are you looking for increased revenue from your dealership? Typically, most of you would reply to that question with an answer such as: “You gotta be kidding me!” Most equipment dealers, no matter what their line of product is, have been looking at the forest and not seeing the trees. If you have been reading our articles over the past three years you might recognize the terms we have been using ... un-recognized, and/or un-known opportunities. We witness a lot of dealers who sell equipment but fail to convince the customer to return to the dealership to take advantage of the dealership’s quality services. Customers are going elsewhere for their service and consequently their parts. Dealers are allowing (encouraging) these customers to go somewhere else for their service, i.e. independents, “shade-tree” technicians and other competing OEM’s. And, of course, many larger customers are performing their own service. It is just as important to know who is not buying your service as it is to know who is! Once you know who is not buying from you, you can then ask the question, why? In this article we are going to tackle quite probably the hardest customer to sell your service. This is the customer who is performing his own service, and a customer who believes he can do the job cheaper than the dealer who sold him the equipment. One thing up-front; ninety-nine times out of one hundred these

prospective customers don’t have a clue as to what it costs to perform service on their own equipment. Recently, we had the opportunity to sit down with a customer who owned twenty-eight pieces of equipment purchased from one of our clients. The customer had been performing his own service for well over ten years when our clients’ most proactive product support sales rep began calling. The PSSR wanted this customers’ business and decided to focus upon the customer and convince him by the book. It did not come easy, and the PSSR had to make numerous calls upon the customer to build rapport. But, things began to warm up when the PSSR helped the customer with a particularly small problem he was having finding a particularly difficult part. The customer was buying some parts from the dealer, parts which were mainly parts no one else could supply (captive) and the customer was shopping for a large portion of his parts, generally referred to as competitive parts. The customers’ three technicians perform all of the service on the equipment except when they get into a problem or the job was too technical for his technicians to perform. The customer explained that if they could not get a quick-fix on the phone they might bring it into the dealership unless some independent or

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Aftermarket “shade-tree” could repair the unit. The customer stated that very few times did they have to ask for help from the dealer. During conversations with the PSSR, the customer stated continually that the company would like to cut their operating costs. The PSSR kept putting forth the idea that he too wanted to see the customer cut their fleet operating cost, but that he would need some financial information from the prospective customer. Finally the customer agreed to listen and told the PSSR that he was paying his technicians between $22.00 and $25.00 an hour. He believed that there was no way using the dealer for service could his operating costs be cut, because the dealer’s quoted labor rate was $92.50 per hour. The PSSR wisely contacted the State Workmen’s Compensation Offices and discovered in the prospective customers’ state of operation Workmen’s Compensation Benefits are 40% of the technician’s hourly wage (every states’ benefits vary.) The PSSR had his foot in the door; those hours of building rapport had paid-off. Not making a big issue of the matter, the proactive PSSR pointed out to the prospect that his hourly cost per technician had increased by 40% to an hourly cost of $30.80 to $35.80, with any overtime running time and a half of that same figure. This figure is separate from the support staff these technicians require. The proactive PSSR seized the opportunity and began asking some important questions concerning costs. 1) What does it cost to process a purchase order? 2) What does it cost to process a payable? 3) How much time does the technician use to research and order parts? 4) How much time does it take to pick up parts?

5) How many unneeded hours does the technician spend trouble shooting the equipment because of his lack of training? 6) How much additional time did the customer’s technician spend to repair the unit versus the number of hours it would take the dealer to perform the work? In effect, what was the efficiency of the technicians? The dealers proactive/professional PSSR makes a point of asking all these questions, and also provides the answers for the prospective customer. He lets the customer know that these costs add up quickly, and must be considered as costs to the repair of the customers’ equipment. Before the proactive/professional PSSR left the office he set up another meeting with the prospective customer and his staff. The PSSR clearly stated that he would present a “detailed” plan to the customer and his staff at this meeting, a plan that would focus completely upon cutting this customers’ cost of operating and servicing his company’s equipment. The PSSR was well prepared for this sales call, he followed the book! He brought everything needed to close the sale, including his service manager who he coached in every phase of the presentation. He introduced the service manager as the inside contact that would make sure everything ran smoothly and that he too would work to lower the customer’s costs of operation. Both the PSSR and the service manager pointed out to the customer and to the customers’ staff that their answer to lowering costs is not simply to lower the labor rate. The true measurement of managing a fleet of equipment is measured by the cost per operating hour of every piece of equipment. It was pointed

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May 2014


Aftermarket out and stressed how much more sophisticated and technical the customer’s equipment has become over the years and just how much time and money is spent in training the dealership’s technicians to perform quality service to eliminate their customer’s unscheduled downtime. The customer stated that one of the most important points made during this meeting was pointed out by the PSSR and the customer found it very convincing: “without the continued up-training of technicians, both their productivity and efficiency would most certainly be less than it would be by using highly qualified technicians.” He pointed out that in most cases they had discovered that “in-house” technicians were taking 35% to 50% longer to do the same job performed by the dealership’s technicians. “This was a closing point as far as I was concerned.” The proactive PSSR and the dealer’s service manager took the financial numbers provided by the customer, laid it out in the customer’s Shop Cost Analysis and convinced the customer with his own numbers that the best method by which the customer could cut his operating costs would be to have the work performed by the dealer who had sold the equipment. Everything was laid out for the customer to present to his management. It was also apparent that the need for three technicians was unnecessary and the dealership made arrangements to hire two of the three technicians who they would train and, if they met the dealership’s standards, they might be assigned to work the customer’s account at some point in the future. End Result: Within two weeks, the customers’ uppermanagement signed a five-year contract at the dealer’s labor rate,

they are now into the third year of the contract, satisfied with the performance of the equipment and, even more important, are satisfied with the high level performance of the dealer. The two technicians are still working for the dealer, and have become excellent technicians. Was this sale hard-work for the PSSR? You bet it was! Was the work and effort worth the work? Here again, you bet it was! Is the customer satisfied – yes! He has become, since this transaction, a single source customer, a loyal customer, a customer who returns to buy more equipment thus helping the dealer provide the manufacturer their all-important market-share. The book, mentioned several times in this article, is it available? Yes it is and all you have to do to get an emailed copy is email us at amsconco@aol.com and we will email you the book entitled: Service Marketing. We will invoice you $16.99, which you can pay after you discover the manual is worth that much to your dealership. In your email, please let us know your name, your company’s name, address and your line of equipment. To close deals like those described above, the seller must believe it can be accomplished. This book provides the self-help for your PSSRs, CSSRs, aftermarket sales personnel, etc. to become highly successful! As the great Vince Lombardi once said, “The difference between a professional and others is not a lack of strength, not a lack of knowledge, but a lack of believing!” John R. Walker is president of Aftermarket Services Consulting Co. Inc. E-mail editorial@mhwmag.com to contact John.

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Bottom Line Garry Bartecki

Foggy horizon Every time I think the recession is over, it isn’t. Every time I think we can do some serious tax planning, we can’t. Every time I think we are staged for profit improvement, we aren’t. After going through this continuous up and down cycle your ability to make business decisions you really believe in get a little foggy to the point where all you are doing is guessing and hoping your decisions pan out. The swings in the economic metrics are enough to drive me nuts. Up. Down. Adjustments. More adjustments. QE. Tapering. Playing with interest rates. All it means to me at this point is the trends are not on a steady growth path. A growth part indeed, but a very shallow one. When I check the stats for the lift truck industry they are still nothing to write home about. There may be a shining light out there but it is hard to tell how far away it is. On the other hand, prices are going up for many of the products you use meaning pricing has to increase to stay even. Raising prices, however, is still very hard to do. As far as serious tax planning goes there is nothing much for a dealer to do until 2016. Baucus had a Senate Bill which reduced Corporate Income Tax rates, eliminated many deductions and loopholes and entirely changed the way you depreciate equipment. Dead on arrival. Camp then produces the House Bill reducing Corporate Rates and making similar changes to reduce deductions and loopholes. Also, dead on arrival. This Bill arrived on the day I had

a tax webinar scheduled for 2pm, with the Bill released around noon. I can tell you the two hours from noon to 2pm were a little hectic with my tax guru Steve Pierson flipping pages on the Bill as we were on the air. I don’t know how he did it but the material was well presented even though it eventually went nowhere. So, in the end your serious tax planning at this point should be to push as much income forward as possible to take advantage of what appear to be lower rates when they finally pass tax reform. I get a distinct impression if they lower the Corporate Rate they will also lower the rate on Flow-Through Entities to give them equal status to a C-Corp. Pushing income forward sounds easy enough but it is not. About the only remedy available to equipment dealers at this point is LKE. As I have said in the past if you used Bonus Depreciation any units you sell at this point probably have little or no tax basis, which will produce ordinary income taxed at today’s high rates. Check out Ron Hodgeman at WTP Exchange if you need information about LKE. Do it right and it works. Profit improvement continues to be tough to do. You must remember the need to control sales and margins against payroll costs or see net profits decrease. Bottom line is your gross margin as a percentage of payroll costs are one of your controlling KPI’s to manage profits. I am sure you have seen the different scenarios presented by Dr. Bates over the years pointing out how to

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May 2014


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1A226023 6A124980 7FBCU25-66264 7FBCU32-60520 1A267419 7HBW23-26466 7FBCU32-63177 7HBE30-31694 7FGCU70-61375 7FBCU32-62579 7FBCU32-62556 7FGCU45-64343 7FGCSU20-63651 7HBE30-31296 7FBEU15-18853 8FGCU32-12104 8FGCU32-12113 7FGCU45-70569 8FGU25-16025 A7FDKU40-70541 8FGU30-12572 7FGCU30-68671 7FGCU45-70569

RC3020-40 PE3520-60 7FBCU25 7FBCU32 RR5220-45 7HBW23 7FBCU30 7HBE30 7FGCU70 7FBCU30 7FBCU30 7FGCU45 7FGCSU20 7HBE30 7FBEU15 8FGCU32 8FGCU32 7FGCU35 8FGU25 7FDU35 8FGU30 7FGCU30 7FGCU35

281 RENT AS IS S/S CHASSIS ONLY INSP/3517 27X48 RENT AS IS CHASSIS ONLY INSP/2200 276Q RETAIL AS IS S/S CHASSIS ONLY 187 RENT A S/S CHASSIS DO NOT BUILD SEE FOLDER 210 RETAIL A S/S CHASSIS ONLY 27X36 RETAIL B CHASSIS ONLY PN 187 RENT A S/S CHASSIS ONLY BENT SEE FILE 27X48 RENT AS IS CHAS ONLY INSP/3828 219 RENT B SSFP 89” CARR INSP 187 RENT A S/S CHASSIS ONLY TN 187 RENT A S/S CHASSIS ONLY BUILT FORKLIFT-25 NORBORD 189 RENT B S/S 4 WAY HYD 27X48 RETAIL READY A CHASSIS ONY 240Q RETAIL B S/S TN PN CHASSIS ONLY 187 RETAIL A S/S TN PN 187 RETAIL A S/S TN PN 240Q RETAIL B BSC 189 RETAIL T2 S/S TN PN 179V RETAIL A 76”S/S DUAL DRIVE TN 147V RENT B 2 WAY NO HOSE INSP/3100 GASOLINE 198 RENT B S/S BUILT 240 QUAD BCS

Year 2000 1994 2006 2001 2003 2006 2007 2006 2007 2007 2007 2007 2002 2005 2008 2008 2008 2008 2008 2009 2008 2006 2008

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May 2014

15


Bottom Line maintain or grow profits, many of which deal with sales prices, cost of sales and payroll costs. I think we can assume that new business will be business you take from a competitor, but finding ways to get customers to switch vendors is a real problem. When I get the chance to talk to dealers I find many dealers do not remain in contact with their customers as well as they should, especially small accounts. Let’s face it, marketing costs money, and when you figure what it costs to attain a new relationship there is little doubt dealers should remain in contact with every customer they have and have had. I came across one dealer who used safety training as a profit center using a high-end program to attract equipment operators from companies using competitive brands. As it turns out this became a very successful marketing program because the dealer is getting customers using competitive products into his/her tent they can get to know and follow up with when new equipment is required - a very cost effective marketing program. I paid a visit to ConExpo in Vegas. A great event if you have good shoes. I have to say the construction industry is upbeat and a lot of equipment sales were made. During ConExpo, Cat announced they were putting their NA dealers under review because they are underperforming when compared to the entire international dealer network. All I could say was “Wow.” Could your OEM’s be far behind? After walking through ConExpo a couple of time you have to ask yourself “How many of these things do we need?” ... Hmmmm. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail editorial@mhwmag.com to contact Garry.

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Human Element Herb Greenberg, PhD and Patrick Sweeney of Caliper Corp.

The vital tension: Managing multi-generational teams According to a recent Fortune article by Colleen Leahy, more than 13 million workers will be 65 and older by 2022. That’s up 7.3 million from today. Currently, more than one-third of the US workforce is made up of Baby Boomers. What role does the ongoing presence of post-retirement-aged workers play in the effectiveness - and the motivation - of intergenerational teams? This dynamic can be either a source of conflict or it can lead to cooperation, collaboration and a more balanced team. For leaders, the differences that intergenerational teams bring to the workplace can be an asset in creating a varied idea exchange as well as a source of innovation. CBS Money Watch recently quoted a blog post by Careerealism, a career management blog. “By having a multigenerational workforce, blind spots can be avoided to a large degree. A clear example is the issue of technology. The young bulls (of whichever gender) want to have technology, technology and more technology. The older bulls (of either gender) can put a quash on making the company technology based for technology’s sake. This vital tension means that essential technology will be implemented, but non-essential technology will not – at least ideally. Also, younger workers are more likely to take risks that can benefit the company if there is a safety net of older workers to

catch them if they fall. Conversely, older workers can rapidly fall behind the times and be beat by competitors if they don’t keep up. A multi-generational workforce lets each generation do what they do best, without a fear that something will be missed. This leads to greater creativity and a better flow of ideas within the company.” (Stillman, 2011)* This vital tension creates an opportunity for team members, of all ages, to share their own unique perspectives, approach each problem differently, and offer solutions that may have not been considered before. So as a result, among those differences lies a common ground: the common project or company goal toward which each team member strives. And each team member is pivotal is balancing the other out. Understanding each person’s personality creates a gateway into their work style and problem solving methods. A focus on individual values and personality, as opposed to generalizations about groups, is the foundation for unleashing the power of diversity in the workplace. Unlocking the inherent strengths of each team member can provide an opportunity to create a work plan that can further drive success in a multigenerational team. This type of discussion facilitates team development. The important thing to know about team development, especially in a diverse team, is that nothing is a quick fix. Development is

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May 2014


Fork-Co Forks & Attachments ... More than forks!

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May 2014

19


Human Element ongoing – it should begin with the current team or at the time of hire and continue throughout the company indefinitely. It isn’t until the company embraces team development as part of its culture that a team can be truly effective. For example, perhaps your team meets once a month to go over both past and upcoming projects and how they efficiently moved forward or were delayed as a result of clashing personalities. The team can then go over its strengths and come up with streamlined processes, together with their manager, to ensure that the team works even more effectively moving forward. When leaders present such processes as growth opportunities, it will help to engage employees. Team development can be customized and tied directly to your company’s goals and objectives – both for revenue growth and employee retention. The implications from Fortune’s article are endless, but there is one thing that is for certain: no matter the company or the industry, in cases where employees are working in multigenerational teams, it’s imperative to implement team development programs. Leaders have to understand who makes up the team, from a personality perspective, and use those insights to understand what each individual brings to the table. And with regard to organizational strategy, it’s important to pinpoint potential team issues before they become detractors to productivity – which is where leaders can implement team discussions around projects, whether they are weekly, monthly, or quarterly. Older employees can offer endless value and experience to their companies and younger workers coming into the workforce can bring fresh perspectives on age-old processes. To keep up in a

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FORKLIFTS FOR SALE 2007 TOyOTA 7FdU80 17,500 lb. cap, 122”/121” std. 30,000 lb. cap, 143”/132” 140D Revolving Fork Clamp, std. fork positioner, 60” forks 72” forks

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May 2014


Human Element

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Stillman, Jessica. “Why Multi-Generational Teams are Best.” CBS Money Watch. June 20, 2011.

*

About Caliper - For nearly half a century, Caliper has been helping companies achieve peak performance by advising them on hiring the right people, managing individuals most effectively and developing productive teams. The accuracy, objectivity and depth of our consulting approach enable us to provide solutions that work for over 25,000 companies. To find out more about how Caliper can help you identify and develop people who can lead your organization to peak performance, please visit us at www.calipercorp.com or call us at 609-524-1200. Email editorial@mhwmag.com to contact Herb or Patrick.

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May 2014

21


Sales Trends Dave Kahle

Closing the Sale – A Realistic Perspective There is not a salesperson in existence who hasn’t repeatedly heard of the need to “close the sale.” Every new sales manager must view the process of encouraging his/her sales force to “close the sale” as an initiation into the profession. If you’re going to be a sales manager, you, therefore, must improve everyone’s ability to “close.” Doesn’t it come with the job? The sales training literature is awash with advice. Some of it tedious and trivial: “If he says this, you say that.” Other advice is grandiose: “35 new sure-fire closing techniques.” Still another is harmful. “Overcome that objection,” as if selling in the B2B world was a contest between you and the customer, with one of you winning (overcoming) and the other losing (being overcome). That’s an attitude that won’t get you far. All of this advice shares one common element. It’s incredibly overdone. There is no one aspect of sales (at least in the B2B world) that undeservedly receives more disproportionate time and talk than the subject of “closing the sale.” Not that there is no need to “close.” Every project must come to a conclusion, every offer be resolved one way or the other. It’s just that, in my experience, closing has never been the result of verbal gymnastics on my part. It’s not my clever refrains, my slick tactics, my memorized “objection over-comers” nor my

manipulative perseverance that has brought me business. Instead, it was the suitability of my offer to the needs/desires/values of the customer. On those occasions where my offer precisely met the customer’s combination of desires, values and preferences, I got the business. Where my offer was off, and some competitor’s offer was a closer match, I didn’t get the business. I don’t mean to imply that every sales opportunity is that black and white. Clearly there is a lot of grey area in the process. But, from my perspective, the grey area tipping point was most often the personal factors of rapport, relationship and trust, and almost never the tactical manipulations of the salespeople involved. I learned early on in my sales career that it was far more important and profitable to “open” the sale precisely than it was to close strongly. If I spend a lot of time, energy and mental acuity on learning the precise dimensions of the customer’s needs, and if I crafted an offer that matched those precisely, there was very little need for concern about closing. I realize that I am tramping all over the hallowed ground of a vast number of sales managers, sales trainers and sales consultants. I am, however, reflecting thoughtfully on my 30-plus years of selling all kinds of things, and my 18-plus years of training and

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May 2014


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Sales Trends

developing sales people. I believe that most thoughtful salespeople will line up on my side of the issue. All that said, there are some principles and simple rules that can give us direction on this issue. Let’s start with our language. Instead of “closing the sale” let’s first call it “resolving the next step.” Not only should the project in general have a resolution, but also every sales interaction (a conversation with a prospect or customer), should have as its goal the identification of a next step in the sales process and the natural and logical commitment to that step. So, for example, when you are seeing a prospect for the first time, the ideal next step is to get a commitment from the prospect for a second meeting. Without that, you have no hope of getting the ultimate purchase order. To walk away from the sales call without resolving “what happens next” is to leave the sales call incomplete and relatively worthless. The ideal next step for a meeting when you are collecting information about the customer’s needs is the customer’s commitment to view your presentation of your solution. The ideal next step following a sales call in which you present your solution is for the customer to identify the next step in his/ her buying process, and commit to that. On and on we go. Every sales call should end in some resolution of the next step in the process, even if the resolution is “no next step with you.” Notice that in each of these occasions, the definition of the “next step” is a commitment on the part of the prospect

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or customer to do something that moves the project forward. Acquiring that commitment, in each and every sales interaction, is one of the habits of the most successful salespeople. It’s what I term “resolving the next step.” If the goal is to successfully arrive at the ultimate resolution, the perceptive salesperson understands that the means to that is a step-by-step process. Every sales call is an investment of time and energy on the part of the customer. And every investment of time and energy should result in some kind of an action step. Unless you are so entertaining that the customer looks at his/ her time invested with you as a substitute for the movies this weekend, he/she probably doesn’t want to squander his time with you. He probably wants to accomplish something as a result of his investment of time with you. The something will take the shape of a “next step” in his process. So, the thoughtful and effective salesperson recognizes that, and merely asks the customer to identify the next step. When he does, it’s nailed down with a deadline. The project moves forward, the sales process continues, and you know exactly where you and the customer stand. All of that brings us to one of the most powerful “resolution” strategies. I call it “Alternate next steps.” The definition is this: An alternate next step is an offer made to the customer following the stated or implied rejection of a previous offer. It always involves a smaller risk on the part of the customer, like plan B. If the customer agrees to the alternate offer, it always keeps you in the game and the project moving forward.

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Here’s an example. You are offering a one year contract on a product which the customer uses every month. The customer indicates that he’s not ready to sign that. Instead of confronting the issue, you resolve it. You offer plan B, an alternate next step. You suggest, instead, that the customer buy two months of the product to see how it works out, and then you and he will get together to assess the benefits of continuing. Instead of a 12 month contract, your offer is a two month trial. Does that offer represent less risk to the customer? Of course. If the customer agrees to that step, are you still in the game? Is the project still going forward? Yes to both. You see, the reason the customer didn’t say yes to your original offer has to do with his concerns – perhaps issues that have nothing to do with you or your product. By offering an alternate next step, you reduce his risk, and provide a mutually acceptable way to resolve the next step. The reason he didn’t offer a positive solution to your original offer has more to do with you missing something in the customer, than it did with your lack of verbal dexterity. Let’s summarize: 1. Forget “closing the sale.” Instead think, “resolving the next step.” 2. Remember that effective “opening” is the best single tactic for closing. 3. Create a habit of always asking for action as a way to resolve every sales interaction. 4. Develop the habit of offering “alternate next steps.”

If you can execute these four things with ever growing excellence, you’ll enjoy your customers respect, you’ll maintain positive relationships and become far more important to them, and, you’ll far outsell the manipulative “closers” surrounding you. Dave Kahle has trained tens of thousands of distributor and B2B salespeople and sales managers to be more effective in the 21st century economy. He’s authored nine books, and presented in 47 states and eight countries. Sign up for his free weekly Ezine or visit his blog at www.davekahle.com. E-mail editorial@mhwmag.com to contact Dave.

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May 2014

25


Your Business Clete Campbell

Superior Tire celebrates 50 transformative years In the beginning, the idea wasn't to reinvent the industrial wheel in the material handling industry, just to better its performance on a grand scale. In 1964, while the Beatles were invading America and reinventing rock and roll, Superior Tire and Rubber Corp. launched with immensely less fanfare and press coverage, but the same groundbreaking potential. “It's not as though 50 years ago we had a business plan that forecasted where we'd be today,” Superior executive vice president Bill LeMeur said. But here Superior Tire and Rubber Corp is today, 50 remarkably transformative years later, as a worldwide manufacturer recognized as a leader in the design and manufacture of polyurethane and rubber industrial components for the material handling, construction, agricultural, military and mining industries. The Pennsylvania-based enterprise has climbed the ladder and grown with immense success with several game-changing product initiatives, but mostly due to a company vision statement that has become Superior Tire and Rubber Corp.'s operational creed. “As vender of choice, we provide technical excellence to give our customers a competitive advantage.”

“As we've become a larger, more complex company, we're driven by this mission,” LeMeur said. “That vision defines all our decision making internally and externally.” Superior Tire and Rubber Corp.'s customers gain a substantial advantage on their competitors thanks to the company's extensive inventory of elastomer choices, in-house design, technical modeling and design support services and linear and non-linear mechanical and thermal analysis using Algor FEA and custom software tools. That extensive performance system also has allowed Superior Tire and Rubber Corp to jump leagues ahead of most industry competition. Since 1990, Superior has posted 9 percent compound annual growth. Since 2010 – in the shadow of the nation-wide recession – Superior has netted a remarkable 13 percent sales growth. This is a company that doesn't know the meaning of spinning its wheels. In 1978, Superior made a critical move to polyurethane components. “We were strictly rubber before that,” LeMeur said. In 2001, Superior Tire and Rubber Corp. introduced electric pallet truck stabilizer casters, an extremely successful product launch that LeMeur calls a pivotal moment in company history “that signified a jump to more complex products.”

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Your Business

As Superior's patents kept coming, its ISO certification (now all the way up to 14,001) also grew, as did its now worldwide customer base. As demand grew, so did the company's commitment to serving all its customers with excellence. In 2010, Superior opened a 6,000 square foot warehouse in Los Angeles. The result was the company tripling its sales in Southern California – one of the polyurethane industry's most important markets – and having product immediately available for customers. “If you're in the polyurethane and rubber business, you've got to be selling in southern California,” LeMeur said. “We've got a great sales team over there. (The facility) has been a tremendous success.” In 2012, the company launched a 2,000 square foot warehouse in Chicago with a super-sized product line that includes load wheels and press-on tires. In the research department, the elite performance levels of the company's top line items such as skid steers, fiberglass chopper cots and bridge bearings continued to be refined and bettered. And Superior shows no signs of putting on the growth brakes in its golden anniversary year. This June, Superior will begin molding product in another new facility. Superior Tire and Rubber Corp.'s entire product catalog is proudly engineered and produced in the United States on state of the art processing and machining equipment, overseen by quality management systems registered to ISO 9001:2008. During

LeMeur's own business travels, he's learned what Superior's Made In the USA label means to international customers, particularly those served by Superior's thriving Latin American sales initiative. “I've spent a lot of time in Mexico and learned how important Made In America is to the people of Mexico,” LeMeur said. “Eventually, people get sick and tired of the problems associated with the lowest-priced product. (The Made In USA imprint) signifies our investment in technical excellence.” “Our customers don't want to inventory a lot of product themselves,” LeMeur said. “As the market has evolved, it's important to make your product available as soon as possible.” In 1964, there were less than 20 people on board for Superior's “the sky's the limit” launch, Today, a vibrant, trendsetting company of 255 is worldwide (selling construction parts in the Middle East) and serving and changing the industry every day thanks to a strictly defined and universally followed vision statement. “As vender of choice, we provide technical excellence to give our customers a competitive advantage.” And, following that vision has given Superior Tire and Rubber Corp. a remarkable competitive business advantage for 50 years and counting. Clete Campbell is a freelance journalist with 16 years of daily newspaper experience. E-mail editorial@mhwmg.com to contact Clete.

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Nuts & Bolts Acquisitions, expansions & other business news

2014 MODEX a success The 2014 MODEX Show has come to an end. It’s safe to say the show was a success for many with the introduction of new products, new technology and company announcements from more than 800 exhibitors. The sales floor was full with over 23,000 eager customers looking for the tools to make them successful in the coming year. Attendance was up dramatically from 2012. MODEX 2014 also featured 150 educational sessions and included a substantial supply chain presence resulting from a collaboration with Supply Chain & Transportation USA. One of the most anticipated announcements during the show was the MHI Innovation Awards. The innovation award serves to educate and provide valuable insights on the latest manufacturing and supply chain innovative products and services to MODEX attendees. This award was given to exhibitors in two categories. Congratulations to Intralox for their OMNI-DIRECTIONAL Sorter - winner of the Best New Innovation award. Congratulations to Product Protector LLC for their Product Protector - winner of the Best Existing Product Innovation. MHI’s next expo is ProMat 2015, held March 23-26, 2015 in Chicago’s McCormick Place. Visit www.ProMatShow.com.

Parker Hannifin awards Holland for operational excellence in 2013 Holland has been named the recipient of the Parker Hannifin 2013 LTL Carrier of the Year Award. A global leader in motion and control technologies, Parker Hannifin expressed that the award was given “in recognition of Holland’s commitment to operational excellence and continuous improvement.” In order to determine the award’s recipient, Parker Hannifin representatives evaluated LTL carriers across a variety of objective and subjective service and performance measures. In addition to raw performance numbers, carriers were measured based upon the results of an annual customer service survey taken by Parker Hannifin representatives from all of the company’s North American shipping locations. Categories of evaluation included claims, EDI compliance, on-time performance, billing accuracy, continuous improvement and customer service. The award was presented to Holland Vice President of Sales and Marketing, Jim Ferguson and Regional Corporate Account Executive, Keith Berlan. www.hollandregional.com

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There are a few changes you might notice in the new format, which also reduces our impact on the environment. The monthly columns and features now start and end before the next column begins, saving readers time instead of flipping through numerous pages to finish the article. In addition to this, we also have new ad sizes surrounding the editorial content. As we enter in our 36th year and beyond, we will continue to listen to your suggestions to make Material Handling Wholesaler a valued partner in your business. I encourage you to continue enjoying the rest of Wholesaler’s great content and welcome your comments on the new format. Please email any comments to me directly at dmillius@MHWmag.com. Thanks for your loyal readership!

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Nuts & Bolts

Manufacturing Technology orders down in January January U.S. manufacturing technology orders totaled $365.06 million according to AMT - The Association for Manufacturing Technology. This total, as reported by companies participating in the USMTO program, was down 25.2% from December but up 1.3% when compared with the total of $360.31 million reported for January 2013. These numbers and all data in this report are based on the totals of actual data reported by companies participating in the USMTO program. “While monthly order totals are down from December, January is always a soft month and more so this year due to an unusually harsh winter. Overall the news for manufacturing remains positive, with an improving housing market and strong indicators for near-term capital investment,” said Douglas K. Woods, AMT President. “We are still optimistic for a strong 2014 and 2015 for manufacturing technology orders, especially as we move through an IMTS year.” www.amtonline.org

Federal Railroad Administration releases results of Metro North safety review The U.S. Department of Transportation’s Federal Railroad Administration (FRA) announced its findings and recommendations from an intensive 60-day comprehensive safety assessment of Metro-North Commuter Railroad. The assessment, known as Operation Deep Dive, found that MetroNorth’s management emphasizes on-time performance to the detriment of safe operations and adequate maintenance of its infrastructure, resulting in a deficient safety culture, increased risk and reduced safety on the Metro-North system. The report requires Metro-North to submit plans to FRA within 60-days on how it will improve the effectiveness of its Safety Department and training programs. “Safety is our top priority, and this in-depth assessment should serve as a wake-up call to Metro-North as they work to make their operations safer,” said U.S. Transportation Secretary Anthony Foxx. “Efficiency and on-time performance are important, but they cannot come before the safety of every passenger on board or those communities along the system.” www.fra.dot.gov

BTS releases January North American freight numbers Severe weather impacted January 2014 U.S.-Canada freight flows Severe weather in January impacted freight transportation, contributing to a decline in U.S.-Canada trade for the month. Freight moving across the northern border in January 2014 was down 3.4% from January 2013, the first decline from the same month of the previous year since June 2013 and the largest year-to-year decline since November 2009, according to the U.S. Department of Transportation’s Bureau of Transportation Statistics. Trade using truck, the largest mode, declined 4.9% while rail dropped 9.9%. Air trade also declined while pipeline and vessel increased.

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May 2014

With less weather impact along the southern border, U.S.-México trade rose 3.9% from January 2013, the seventh consecutive increase from the same month of the previous year. Trade using the three surface transportation modes – truck, rail and pipeline – rose a combined 5.4% from the previous year while trade using air and vessels declined. U.S.-NAFTA trade declined 0.2% from January 2013 in the face of the weather impact on the northern border. It was the first year-to-year decline since June 2013. Trade using rail and air declined. With the rise in trade by truck with Mexico offsetting the trucking decline with Canada, total U.S.-NAFTA truck trade was virtually unchanged. Pipeline and vessel trade rose. Truck, which carries nearly three-fifths of U.S.-NAFTA trade and is the most heavily utilized mode for moving goods to and from both U.S.-NAFTA partners, was essentially unchanged year-to-year while rail declined 4.2%. Vessel rose 0.6% and air declined 1.2%. U.S.-NAFTA trade declined 0.2 percent from January 2013 in the face of the weather impact on the northern border. It was the first year-to-year decline since June 2013. Trade using rail and air declined. With the rise in trade by truck with Mexico offsetting the trucking decline with Canada, total U.S.-NAFTA truck trade was virtually unchanged. Pipeline and vessel trade rose. www.rita.dot.go


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May 2014

33


Nuts & Bolts

Purolator International announces new vice president, field sales & services Purolator International President John Costanzo announced the promotion of Western U.S. District Manager Sean Kelly to the position of vice president, Field Sales & Services. Purolator International, the leading provider of cross-border logistics between the U.S. and Canada, continues to expand its customer base and services across the U.S. Sean Kelly In his new role, Kelly will have oversight of the Purolator International customer experience, leading the company’s five districts in developing the company’s current and new business relationships. “Sean continues his impressive tenure at Purolator International,” Costanzo said. “His leadership, organizational skills and customer centric approach are all essential elements to the Field Sales & Services role, and to Purolator International’s dedication to delivering a superior customer experience.” Kelly began his career as an auditor at a financial institution, followed by several years at one of the Big 4 accounting firms, before joining Purolator International as Director of Finance and Administration in 2004. He distinguished himself by designing financial and customer analysis applications, skills later applied in his field leadership roles, most recently serving as Western U.S. District Manager based in Los Angeles, Calif. In his new position the Long Island native returns to New York and will be based at Purolator International’s Jericho headquarters.

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May 2014


We Handle It All! Setting the Standard in Material Handling Equipment

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May 2014

35


Shifting Gears Industry personnel and organization news

2013 Toyota President’s Award Winners

The President’s Award, TMHU’s highest honor, has been awarded to select dealers since its inception in 1990 to acknowledge their outstanding business accomplishments. To demonstrate the company’s appreciation, each President’s Award recipient received an exquisite Tiffany & Co. crystal award. TMHU also is hosting a trip to Costa Rica for the award recipients. www.toyotaforklift.com

FMC Technologies to divest material handling business

Back row: Brian Hull of Hull Toyota Lift; Kirt Little of Southwest Material Handling, Inc.; Ken Townsend of Toyota Lift of South Texas; Russ Sharpe of Allied Toyotalift; Larry McKevitt of Summit ToyotaLift; Ron McCluskey of Brodie Toyota-Lift; Lee Smith of Toyota Forklifts of Atlanta; John Scheunemann of Toyota-Lift of Minnesota; Scott Plummer of W.D. Matthews Machinery Co.; and Richard Sinclair of Jefferds Corporation. Front Row (L to R): Al Rawson of Atlas Toyota Material Handling; David Graffy of ProLift Industrial Equipment; Anika Conger-Capelle of Conger Toyotalift; Shankar Basu of Toyota-Lift of Los Angeles; and Joe Clark of The Lilly Company.

Toyota Material Handling, U.S.A., Inc. (TMHU) has announced the 2013 winners of its prestigious President’s Award. TMHU selects its top dealers, representing approximately the top 20 percent of the dealer body, each year from its North American network of dealers, recognizing them for demonstrating excellence in parts, service and equipment sales, customer satisfaction and overall dealership operations. This year, 15 winners earned the coveted award and were acknowledged at Toyota’s National Dealer Meeting in Palm Springs. The 2013 honorees are:

• Allied Toyotalift, Knoxville, Tenn. - Russ Sharpe • Atlas Toyota Material Handling, Schiller Park, Ill. - Al Rawson • Brodie Toyota-Lift, Lawrence, Mass. - Ron McCluskey • Conger Toyotalift, Green Bay, Wis. - Anika Conger-Capelle • Hull Toyota Lift, Elkhart, Ind. – Robert Hull and Brian Hull • Jefferds Corporation, St. Albans, W.Va.- Richard Sinclair • ProLift Industrial Equipment, Louisville, Ky. - David Graffy • Southwest Material Handling, Inc., Mira Loma, Calif. - Kirt Little • Summit ToyotaLift, North Haven, Conn. - Lawrence T. McKevitt • The Lilly Company, Memphis, Tenn. - Joe Clark • Toyota Forklifts of Atlanta, Scottdale, Ga. - Lee Smith • Toyota-Lift of Los Angeles, Santa Fe Springs, Calif. - Shankar Basu • Toyota-Lift of Minnesota, Brooklyn Park, Minn. - Les Nielsen • Toyota Lift of South Texas, San Antonio, Texas Leslie Doggett and Ken Townsend • W.D. Matthews Machinery Co., Auburn, Maine - Scott B. Plummer

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FMC Technologies, Inc. announced a definitive agreement to divest its material handling products business to Syntron Material Handling, LLC, an affiliate of Levine Leichtman Capital Partners Private Capital Solutions II, L.P. This transaction, requiring customary regulatory approvals, is expected to be completed early in the second quarter. The material handling business, part of FMC Technologies’ Energy Infrastructure segment, has a long history of providing bulk material handling solutions to industries worldwide. The business—which is headquartered in Tupelo, Mississippi, and has operations in Changshu, China and Salt Lake City, Utah, and sales personnel in Germany, Mexico, Singapore and Canada— manufactures a diversified product line of conveyor and vibratory equipment used to load, transport and feed bulk materials. FMC Technologies will retain its engineering, procurement, and construction (EPC) systems business supplying material handling systems and equipment to various industries around the world. It is headquartered in Chalfont, Pennsylvania, and has a sales office in Santiago, Chile. www.fmctechnologies.com

Crown Equipment achieves 13th International GOOD DESIGN™ award Crown Equipment announced its Crown ES/ET 4000 Series of stacker forklifts earned a GOOD DESIGNTM Award from The Chicago Athenaeum: Museum of Architecture and Design and the European Centre for Architecture Art Design and Urban Studies. Internationally renowned design institutions and associations have recognized Crown forklifts with more than 80 awards since 1965. This recognition marks the 13th GOOD DESIGN Award for Crown Equipment. The GOOD DESIGN jury honored the Crown ES/ET 4000 in the industrial category for high-quality design that reflects Crown’s understanding of the complex needs of forklift operators in daily work, as well as the company’s ability to provide solutions to improve the forklift-operator relationship. Designed with operator ergonomics and ease of use in mind, the Crown ES/ET 4000 Series offers enhanced handling and control features with increased visibility and maneuverability.


Shifting Gears

“We’ve been using Crown ET 4000 stackers for nearly a year, and our operators are very positive about this truck, particularly its quality appearance, robust construction and optional electronic steering,” said Thomas Berns, head of logistics at Mellerud Chemie GmbH in Brüggen, Germany. www.crown.com

UniCarriers Americas expands in Brazil UniCarriers Americas Corporation (UCA) continues to expand its South American operations, establishing its Brazilian business unit and appointing Newton Santos as sales operations manager. Through its legacy brands (Nissan Forklift and TCM), UniCarriers® has had a presence in the Brazil market for more than a decade. In Newton Santos 2013, UCA hired Santos to research and advise on expansion within Brazil. In January 2014, the company formalized its commitment by establishing a legal entity to operate in Brazil. The company will first focus on its dealer network in São Paulo, and then grow its dealer partnerships in the Southeastern region of Brazil including Rio de Janeiro, Minas Gerais and Espirito Santo. “Opportunities in the Brazilian market are abundant, so we must carefully consider both our short- and long-term goals as we gain momentum in this marketplace,” said Santos, sales operations manager for Brazil, UniCarriers Americas. “In the short term, we will work to expand our dealer network and build new relationships based on our established history. In the long term, our plans include establishing a manufacturing operation to become fully vested as we compete at the highest levels.”

Hy-Tek Material Handling promotes Integrated Systems executives Hy-Tek Material Handling, Inc. is pleased to announce the promotions of Integrated Systems (IS) Division executives Donnie Johnson, Mark Bruner, Gary Wisniewski and Mickey Thompson. The four execs oversee Hy-Tek’s growing national IS division and team of experienced engineering, sales, logistics and project management professionals. Providing integrated material handling systems for customers nationwide, Hy-Tek’s IS division has the experience and expertise necessary to engineer, design and implement strategic plans for any material handling application. The promotions were announced jointly by Hy-Tek CEO Samuel Grooms and Integrated Systems Division President Tom Mann at the MODEX 2014 expo in Atlanta. www.hy-tek.net

NMHG strengthens Americas organization to optimize Hyster and Yale brands NACCO Materials Handling Group has announced a corporate reorganization. The reorganization is being made to strengthen the Hyster® and Yale® lift truck brands, enabling them to provide greater materials handling solutions and value to customers and dealers. At NMHG, we have two industry-leading lift truck brands in Hyster and Yale—brands that have stood the test of time and

www.unicarriersamericas.com

USED AND NEW MATERIAL HANDLING EQUIPMENT Associates, inc.

melmor

ARPAC acquires Lambert Material Handling ARPAC continues on the path of strong and highly focused growth through the acquisition of Lambert (formerly Lamson) Material Handling. “ARPAC has strategically grown to be an industry leader in robotic and packaging systems integration by anticipating and understanding the needs of our customers and delivering complete end-of-line integrated solutions that best serve them,” says Gary Ehmka, Vice President of Sales and Marketing of Arpac. We are very excited about this acquisition, which enhances what is indisputably the most complete end-of-line packaging solution in the industry, offering our customers a choice of either conventional or robotic palletizing as part of a completely integrated packaging line.” “What ARPAC offers is unique within the industry- the most comprehensive and complete product offering and unparalleled aftermarket support and services, within a single manufacturing operation and under one management team,” noted Rick Allegretti, President and CEO of ARPAC. “The acquisition of Lambert builds on our commitment to industry excellence and dedication to identifying and delivering what our customers want, complete end-of-line OEM integration. www.arpac.com

melmor Since 1963 melmor melmor melmor Associates, inc.

“World’s Largest Material Handling Distributor”

Associates, Associates, Associates, Associates, inc. inc. inc. inc.

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www.MHWmag.com

May 2014

37


Shifting Gears have consistently delivered high productivity and product quality, while reducing operating costs,” said Chuck Pascarelli, president of sales and marketing for NMHG. “These changes were implemented to create a more focused and customer-centric organization that will allow us to execute in a more nimble and responsive manner to the needs of our customers. Because our product offering extends well beyond lift trucks, our goal is to provide solutions to our customers that will help them be more productive and efficient, delivering a lift to their bottom line.” NMHG will focus on meeting the materials handling needs and challenges of end-users in specific industries and market segments through the creation of three specialized teams—Warehouse, Counterbalance and Big Trucks. These specialized teams will be led by Jonathan Dawley, president, Big Trucks, and Bill Pfleger, vice president, Counterbalance Solutions. The leader of Warehouse Solutions has yet to be named. www.hyster-yale.com

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Toyota North America president & CEO appointed to boards

Brett Wood

Toyota Material Handling North America (TMHNA) President and CEO Brett Wood has been appointed to serve on the 2014-2015 Manufacturers Board of Advisors of the Material Handling Equipment Distributors Association (MHEDA) and to the 2014-2015 Board of Governors for MHI. As president and CEO, Wood leads TMHNA, a company comprised of Toyota Industrial Equipment Mfg., Inc. (TIEM); Toyota Material Handling U.S.A., Inc. (TMHU); and The Raymond Corporation, the leading provider of narrow aisle electric lift trucks in North America. He also is chairman of TMHU, supplier of the number one selling lift truck brand in the U.S. since 2002. In addition, Wood serves as a board member for The Raymond Corporation and for TIEM, Toyota’s zero-landfill forklift manufacturing facility in Columbus, Ind. “I am honored to have been appointed to the boards of MHEDA and MHI, two essential organizations in our industry representing material handling dealers and companies,” said Wood. “Together, with my fellow appointees, we look forward to supporting the interests of our members and raising the visibility of the material handling industry and its importance to the U.S. economy.” www.toyotaforklift.com 38

www.MHWmag.com

May 2014

OHIO RACK We BUY & SELL Portable Stack Racks Flexible Packaging NEW & USED 800-344-4164 Fax 330-823-8136 Email: ohiorack@cannet.com

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www.tvh.com (800) 255-4109 E PALLET JACKS

800-447-3967 www.charnor.com

Steer Axles, Steer Gears, Orbitrols EZ-Lift Quality Scales and Scissorlifts too Chicago & CA Stock

ATLAS INTERNATIONAL LIFT TRUCKS 5050 N. River Road • Schiller Park, IL 60176 (847) 678-3450 • Web: www.atlasd2d.com

E Tires/Wheels

VULKO TREAD

THE BEST POLYURETHANE WHEELS AND TIRES

AVT

AMERICAN VULKO-TREAD CORPORATION

690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052

E PARTS E Cylinders–Hydraulic

Website: www.avt.us • E-mail: avtsales@avt.us

Hader Industries www.haderind.com/ 262-641-8000

15600 W Lincoln Ave, P.O. Box 510260 New Berlin, WI 53151-0260 We also carry pumps, power steering units & valves.

E Emissions Analyzer

www.tvh.com

E POWERED INDUS. TRUCKS E Lift Truck Wholesalers 800 Trucks In Stock

(800) 255-4109 E Manufacturer/Suppliers (New)

All Makes and Models Chicago and California Stock

ATLAS INTERNATIONAL LIFT TRUCKS 5050 N. River Road • Schiller Park, IL 60176 (847) 678-3450 • Web: www.atlasd2d.com

www.tvh.com (800) 255-4109 E Manufacturer/Suppliers (Rebuilt)

E RACK/SHELVING

Cantilever Racks • Structural Pallet Racks Portable Stacking Racks • Specialty Transport & Storage Products 866.245.3630 www.westpointrack.com

Reman Engines, Transmissions, Drive Units, Steer Axles, Steer Gears & Differentials

800-447-3967 www.charnor.com

E Label Holders

E Pallet Truck Parts

www.tvh.com

www.aignerlabelholder.com

LABEL HOLDERS DON’T COST- THEY PAY! 800.242.3919

(800) 255-4109

www.MHWmag.com

May 2014

41


E RACK/SHELVING E New • • •

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

E STORAGE EQUIPMENT E Carts •

800-939-DYNA (3962) www.dyna-rack.com

• •

800-939-DYNA (3962) www.dyna-rack.com

Corrugated Steel Rack Deck Economical • Strong • Easy-Install Fast Delivery • Drain Holes Painted, galvanized, or stainless steel www.rackdeck.com

Rack Deck by DACS 800-909-4937

Portable Storage Racks All-Steel Stack Racks Pallet Stacking Frames

E TIRES/WHEELS

FAX 800-909-4938

VULKO TREAD

THE BEST POLYURETHANE WHEELS AND TIRES

E REPAIR SERVICES E Motors (Electric)

AVT

AMERICAN VULKO-TREAD CORPORATION

690 Chase Ave., Elk Grove, Illinois 60007 Phone: 847-956-1300 • Fax: 847-956-1339 • 800-323-6052

...is the solution to all your Electric Lift Truck Motor needs. New • Rebuilt • Exchange • Motors • Armatures • Parts 8 Locations Coast to Coast 800-435-9346 www.warfieldelectric.com

E Transmissions

Website: www.avt.us • E-mail: avtsales@avt.us Lift Up Your Business

✷Industrial Pneumatics-Radial & Cross-Ply ✷Super Elastic Resilient ✷Press-On Bands ✷Multi-Purpose Tires (MPT) 877-235-0102

www.continental-specialty-tires.us

800-447-3967 www.charnor.com

Reman Transmissions, Drive Units, Differentials & Torque Converters

Industrial Tire

E TRAINING EDUCATION/ASSOC E Aftermarket

AFTER MARKET SERVICES Consulting Co., Inc.

E SAFETY PRODUCTS

www.tvh.com

Experience the benefits of a full-time After Market Consultant at a fraction of the cost. (803) 548-6707 • Email: amsconco@aol.com

(800) 255-4109 E TRANSPORTATION & HAULING EQUIP. Phone: 508.991.6660

GET THE TOTAL PICTURE

Sentinel has the right convex mirror for you.

Fax: 508.991.7330

Campus Crafts

160 Murray St., Rochester, NY 14606 1-(800) 733-6780

www.campuscrafts.com

rich@rldtrans.com • erin@rldtrans.com • meg@rldtrans.com

www.rldtrans.com

Call Material Handling Wholesaler today to learn how this space can help your business grow!

877.638.6190 42

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May 2014


Don’t be left out of Material Handling’s Directory —

Black Book of Industry Names Material Handling Wholesaler will publish the directory with names of material handling contacts with pictures, phone numbers and descriptions of how they can help Wholesaler’s 20,800 readers. Fax or mail the form below and don’t get left out in our Black Book of Industry Names — published in Wholesaler’s August 2014 issue — deadline Monday, June 23, 2014. Text Block Ads: 1–3 Blocks $50 each; 4–8 Blocks $45 each; 9+ Blocks $40 each q q q q q q q q q q q q q q q q q q q q q q q q q q q q q

Aerial Lifts / Scissor Lift Alternators Attachments Auction Companies Automated Guides Vehicles Batteries / Chargers Battery Chargers - New / Used Battery Recycling Brushes – Sweeper / Scrubber Carts Casters Container Handlers Conveyors Computers Hardware Core Buyers – Engines Core Buyers Dock Equipment Emission Analyzers Engines – New Engines – Parts Engines – Rebuilt Engines – Remanufactured Exhaust Analyzers Fabricators Financial Services Forklift – Accessories Forklift – Dealers Forklift – Jacks Forklift – Manufacturers

q q q q q q q q q q q q q q q q q q q q q q q q q q q q

Forklift – Rough Terrain Forklift – Training Forklift – New Forklift Wholesale Forks Forks – Telescopic Import / Export Industrial Wheels Insurance Inventory Control Lift Tables Lift Truck - Accessories Liquidations Lockers Mezzanines Motors – Parts Motors – Speed Control Pallet Racks-New Pallet Truck – Parts Pallet Truck – Scales Pallet Trucks – Used Parts – New Parts – Reconditioned Personnel Carriers Promotional Items Propane Distributors Propane – Repair Kits Pumps

q q q q q q q q q q q q q q q q q q q q q q q q q q q q

Rack Decking – Custom Rack Decking – New Racks – Used Rental – Attachments Rental – Equipment Repair Service Safety Equipment Scales – Forklift Scrubber Brushes Scrubber / Sweepers Equipment Scrubber / Sweeper – Parts Seats Shelving Software Steer Axles Steer Gears Storage Stack Racks Tires Tow Tractors Trailers Trade Association Transmissions – New Transmissions – Parts Transmissions – Used Transportation/Hauling Warehouse Scales Wire Partitions & Cages Wire Rack Decking

Contact Name: _________________________________________________________________________________________________ Company Name: ________________________________________________________________________________________________ Company Address: _____________________________________________________________________________________________ City: _____________________________________________ State: ___________________Zip Code: __________________________ Phone: ___________________________________________ Fax: _____________________Cell: _______________________________ Member Affiliations: ____________________________________________________________________________________________ 50 Word Description of your Company: __________________________________________________________________________ ________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________

Mail Form to: Material Handling Wholesaler P.O. Box 725 | Dubuque, IA 52004-0725 or Fax it to: 563-557-4499

Still the one for advertising RESULTS!

by Monday, June 23, 2014 www.MHWmag.com

May 2014

43


New Products See more new products online at www.MHWmag.com

Interfit industry’s first manufacturer backed tire e-commerce site

where consumers can find them because consumers are not just sourcing information on a product. www.interfit-usa.com

The launch of Interfit powered by Trelleborg Wheel Systems gives industrial tire dealers the opportunity to expand their business, generate more revenue and reach new customers. Interfit members receive top notch support including marketing, technical support, IT systems resources, commercial advice and e-commerce sales. There is no participation fee to join the program. Jason Canning, program manager, says: “If you are a dealer that fits solid tires and wants to grow your business, then Interfit is for you. It combines the best products in the market with the best servicing dealers. There is no doubt that Interfit will become the largest national manufacturer-backed network in America.” The decision to develop Intefit reflects the myriad of online opportunities for tire dealers to grow their business as well as leverage the benefits of participating in national accounts programs. Interfit enables dealers to be more competitive. Savvy tire dealers today know that importance of leveraging an online presence and they understand that they’ve got to be in a place

New heavy duty air operated hoists added to J D Neuhaus range

Remanufactured INDUSTRIAL

3Most Models IN STOCK for immediate Shipment. r 3We Can Remanufacture and Ship Your Converter r Within 48 Hours.

MANUFACTURING COMPANY 4501 WEST NORTH AVE • MELROSE PARK, IL 60160 PHONE (708) 343-5444 • FAX (708) 344-6160

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May 2014

Following an ongoing program of development and innovation, the hoist and crane specialist J D Neuhaus have introduced further new models into their EH range of air operated monorail hoists. These powerful, robust units provide reliable solutions for heavy duty lifting in the harshest environments including onshore and offshore, the cement industry, steelworks and shipbuilding etc. Two versions, for each of the 75 and 100 metric ton lifting capacity products in the EH range are now available in both double trolley as well as the previously available 4 trolley traverse drive versions. All these models utilize a new air motor unit providing a 9kW power output at a 6 bar air pressure supply. This motor incorporates well proven technology for the lift/drive and integrated braking operations, based upon a stepped brake piston and self-lubricating rotor unit. These redesigned 4 trolley drive version hoists are designated as EH 75 and EH 100 offering 75 or 100 metric tons lift capacities respectively. The new twin trolley drive versions, which offer more compact units for operation where limited space is available, are designated as EH 75C and EH 100C. www.jdngroup.com

Electric scooters rev up the pace More and more businesses look for ways to cut cost and increase productivity. As a result, large manufacturing plants and distribution warehouses are increasingly turning to small electric scooters to shave off miles of unproductive walking time. The goal: to recoup lost hours walking for more productive tasks, reduce wear and tear on employee’s bodies and prevent the misappropriation of material handling equipment such as forklifts, taggers and pallet jacks for simply moving personnel around. Today’s leading industrial electric scooters can achieve speeds up to 16 mph, to distances of 25 miles on a single, ten cent charge. Because they are small, they fit easily through standard doorways and narrow aisles found in many of today’s large warehouses. GoPet scooters offer speeds up to 16 mph with a range of up to 24 miles. Charging time is four-six hours for pennies. Includes assembly tools, tear away key, headlight, taillight, horn and basket. Range will vary significantly depending on hill grade, speed and rider weight. Always remember to wear a helmet. www.mightylift.com


New Products

Herkules vise & grinder stands offer flexibility Herkules Equipment Corporation’s vise & grinder stands offer any workshop more flexibility on the placement of either a vise or a grinder within their facility. The Herkules vise & grinder stand can swivel up to 360° and locks into position, allowing the vise or grinder to be placed in the most ideal position for the task, and then moved back out of the way when not in use. Valuable bench or counter space is saved, where vises or grinders are typically located. The Herkules vise & grinder stand is available in either a floor mount or a wall mount. The wall mount allows for mounting at any desired height. The floor mount is 34" high. The stand securely bolts to either the floor or a wall for stability, and has a 150 lb capacity. Any size vise or grinder can be attached to the 8" x 8" x 1/4" steel base plate. www.herkules.us

Soaring above our competition the NEW Eagle 55® pallet jack has been redesigned

A better quality pallet jack for your customers • 3 YEAR WARRANTY • Poly wheels (also available in nylon) • 5,500 lb. capacity

Mitsubishi introduces electric walkie end rider trucks

• Available in 8 sizes

Mitsubishi Forklift Trucks introduced the PWR30 electric walkie end rider for the Latin American and Caribbean markets. This 2700 kg. capacity walkie end rider offers versatile and reliable solutions for a wide variety of applications, including low-level order picking, long distance

What makes Wholesaler stand out? I trust the publication and what it prints.

– B. Turner

$198 ea. FOB FL

Fast shipping • Quality manufactured • Great prices

Forks Jamco has good quality forks at competitive prices & they have the stress test results to prove the high quality of Jamco forks. Ask for our quantity discounts. Call us for the details!

Advertisers.

– B. Hamilton

Contains very good information.

Class II, III, IV – standard taper hook type common sizes ALWAYS in STOCK

– Jack W.

We couldn’t have said it any better!

g voice in the w dlin ho an

industry! ale les

The mate ria lh

If you’re looking at reaching the wholesale industry, let us tell your story to our readers. Call Alva or Dean at 877-638-6190.

4 1979-201

Still the one the industry TRUSTS!

Celebrating 28 Yea rs 1986-2014

Ph: 866-848-5400 / 519-653-7979 Fax: 407-302-4484 info@jamco1.com www.jamco1.com

www.MHWmag.com

May 2014

45


New Products

transporting and loading and unloading trailers. “We are excited to introduce this electric walkie end rider to the Latin American market,” said Jeff Bowles, product line manager for Mitsubishi Forklift Trucks. “The PWR30 offers increased durability and exceptional value, providing our Latin American customers with the highest quality material handling solutions.” The PWR30 walkie end rider is designed for efficiency and speed. This end rider is built with value-added features, including: top speeds, braking efficiency, “Smart” auto reverse, and enhance ergonomics. www.mit-lift.com

Pettibone introduces Cary-Lift 154 The new Pettibone Cary-Lift 154 delivers the traditional load handling benefits of the CaryLift product line, while introducing new performance benchmarks to meet the evolving needs of end users. Featuring a cost reduced, streamlined redesign and enhanced operator comfort, the 154 offers simplified maintenance and more productivity in a variety of material handling applications. The new 154 retains Pettibone’s unique overhead lift arm design, giving the operator full front visibility when lifting, placing or transporting loads. A sloped engine compartment improves line

PROTECT YOUR FORKLIFT FLEET PACE-One G2 Top Speed Limiter PACE-One ZSC Zone Speed Control With Multiple Speed Settings

Dot-Lok G2 Transmission Shift Inhibitor Traction Control Plug & Play Installation

MADE IN USA

Safety Systems & Controls, Inc. 800/318-2022 www.loadingzonesafety.com

of sight to the rear as well. The addition of wider lift arms and front balers provides greater load stability, while hydraulic frame sway control continues the Cary-Lift’s heritage of exceptional load manipulation. A quick attach system increases the machine’s versatility, with fork frames, pipe and pole balers, log balers and scrap balers all available as attachments. Powered by a 160-horsepower Cummins QSB 6.7L Tier III diesel engine, the Cary-Lift 154 provides a maximum load capacity of 15,000 pounds and a maximum lift height of 14 feet. Featuring 4-wheel drive with 2-wheel, 4-wheel and crab hydraulic power steering modes – and with the wheelbase limited to just 10 feet – the 154 can achieve a turning radius of 16 feet, 7 inches. www.gopettibone.com

Seegrid® vision-guided technology offered on Yale® Tow Tractor Yale Materials Handling Corporation announced the Yale® MO50T tow tractor Guided by Seegrid® at MODEX 2014. The new product showcased in the Yale booth at the Georgia World Congress Center is a result of the relationship announced with leading vision-guided automated guided vehicle (AGV) manufacturer Seegrid. “Adding Seegrid’s vision-guided technology to our already cost-effective MO50T provides another customizable materials handling solution that will boost performance and efficiency for our customers,” said David McNeill, warehouse products manager for Yale. “The technology is easy to implement in existing warehouse applications and provides the versatility for the MO50T tow tractor to function as an AGV or in manual operator mode.” “Our teams worked together closely to create a superior product, and the integration of the Guided by Seegrid navigation system and the Yale tow tractor is seamless,” said Jeff Christensen, director of product development for Seegrid. “Our vision guidance technology provides a simple and affordable automation solution that Yale customers are going to love.” www.yale.com

Ingersoll Rand introduces new products Ingersoll Rand has added three new products to their material handling solutions offering. Kinetic Series hoists are built with bearing construction — caged ball bearings on the load sprocket and caged roller bearings on the main shaft — to minimize the manual effort required by the user, which makes for an overall smoother operation. The Kinetic Series manual chain and lever chain hoists are ideal for industrial and manufacturing applications in refineries and the construction, power generation, ship building and workboat markets. The lever chain hoist is built with a corrosion resistant, fused brake disk design for longer brake life and an ergonomic grip to reduce operator fatigue. The lifting capacity of the lever chain hoist ranges from .75 to 9 metric tons. The manual chain hoist has a reinforced double pawl brake system and large diameter pawl springs, ensuring the reliability of the braking system. It is constructed entirely of lighter-weight steel, and has a lifting capacity that ranges from .25 to 20 metric tons. Both hoists are lightweight and their compact designs have low headroom for increased lifting height, even in tight spaces. www.ingersollrandproducts.com

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May 2014

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New Products

pointGUARD unveils new pallet protection options United Pallet Services, Inc., makers of the patented pointGUARD Pallet Protector System, debuted their first international pointGUARD at the MODEX trade show in Atlanta, Georgia. Developed by their European license holders ISL Global GmbH, this new plastic protector for wood pallets is engineered to fit an 800mm x 1200mm pallet, one of the most popular pallet sizes in Europe. Also on display were the SP40S, the newest member of the pointGUARD North America family. It is designed to fit the standard 48"x40" US shipping pallet. It’s lighter and about 1/3 the cost of its bigger brother, the LX40S which is designed for captive and reusable pallets. The shipping protector’s main purpose is to protect the product by keeping the top lead board defended from strapping or forklift damage. Due to its low price point, it’s intended for one time use. www.unitedpalletservices.com

Floor scale validates shipping weights A low-profile floor scale that is ideal for pre-weighing skids and pallets before shipping to avoid overweight penalties from trucking companies is available from Alliance Scale, Inc. of Canton, Massachusetts. The Alliance RoughDeck® Floor Scale from Rice Lake is available in sizes from 30" sq. up to 8' x 10' with capacities from 1,000 to 30,000 lbs. which are factory calibrated to 0.01% FS accuracy. Featuring an easy to read indicator that can be configured for lb., oz., g, kg., short tons, and metric tons, this floor scale is ideal for weighing skids and pallets before shipping to avoid overweight penalties. For optimum rigidity and minimum deflection under severe loading, the Alliance RoughDeck Floor Scale has 6" steel channel frames welded to tread plate decks. Incorporating a universal mounting stand, the fully inter-active indicator is encased in a rugged all stainless steel NEMA 4X/IP66 enclosure, offers 3-stage digital filtering, drives eight 350 Ohm load cells, and has two communications ports. www.alliancescale.com

www.superioreng.com

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QUALITY& VALUE For Over 50 Years

Power Steering Units Cylinders Pumps Valves

New & Remanufactured Exchange Precision Remanufactured Hydraulic Parts

15600 W LINCOLN AVE P.O. BOX 510269 NEW BERLIN WISCONSIN 53151 PH: 262-641-8000 FAX: 262-641-8010 A SUBSIDIARY OF HADER INDUSTRIES INC.

HYDRAULIC SERVICES AND MANUFACTURING www.haderind.com • e-mail: hadersales@haderind.com

www.MHWmag.com

May 2014

49


New Products

W&H Systems launches Allied Products Program W&H Systems, Inc. announces launching a new Allied Products program, which focuses of providing niche products for maintenance, packaging, safety and storage operations within a warehouse. John Niemeyer, who has been with W&H Systems for over ten years and is an expert in the material handling industry, will lead the operation. The new Allied Products Division offers clients unique products and John Niemeyer accessories that will improve productivity and efficiency – all from a single source. “I’m pleased to be a part of the new Allied Products program, which will better serve our clients (and prospective customers) and positions W&H as a true – single source for a company’s warehouse equipment needs,” said John Niemeyer, Warehouse Products Specialist at W&H Systems. “This is in addition to the automated material handling technologies that W&H Systems is well known for. As a major distributor, we are able to offer you incredibly low prices on these items and project management on any installations or assembly requirements.” www.whsystems.com

Kelley® HULK® series zero lift provides level interface The HULK® Series Zero Lift is designed to lift palleted materials from ground level to an ergonomic working height without the need of a fork lift or other heavy equipment. The lift lowers to ground level for easy loading of wheeled carts or pallets with just a pallet jack and provides users with a costeffective and ergonomic solution to increase safety and overall operational efficiency. The HULK Zero Lift offers a versatile solution for safely lifting items inside your facility and by bringing the work to the worker, lift tables not only increase a factory’s productivity, they reduce worker fatigue and drastically decrease the risk of serious back injuries and damaged goods that can result from using a fork lift in tight areas. Offering just a half inch lowered height, they can easily accommodate carts or pallet jacks and provide a smooth transition from floor to working waist height. Not only are these lifts designed to prevent employee fatigue and injury, but save the floor and its integrity in facilities. Kelley Zero Lifts are surface mounted not requiring any pit construction that can cause damage to production floors and worse, downtime during production. www.kelley.4frontes.com

Have a new product you want Wholesaler readers to know about? Email it to editorial@MHWmag.com 50

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May 2014

Caster Concepts introduces industrial wheel & caster innovation Caster Concepts has developed an exciting new motion solution – the TWERGO™ wheel (Multiple Wheel Ergonomic). Designed for a wide variety of industrial applications, casters that utilize TWERGO wheels provide easier movement of loaded carts or vehicles. The TWERGO wheel and caster is a new concept that embodies all the necessities required of an industrial caster. TWERGO’s unique tread minimizes friction and eliminates scrubbing and sliding when turning, while providing the impact resistance of normal wheels. The ease of moving a cart, equipped with industrial casters, in motion is affected by many different aspects of the caster design. The multiple wheel design is anchored by a robust spanner that improves on existing wheel designs, and the wheel hub features aluminum die-cast cores for maximum strength. All wheels rotate independently of each other. These casters have a very long tread life and are maintenance free. TWERGO casters and wheels are excellent for production racks power transported, manually handled and mobile fixtures); parts bins, and other applications where maintenance free casters and ergonomics are concerns. www.casterconcepts.com

Expert columnists – Trusted partner Material Handling Wholesaler is your trusted partner in the industry. That’s why we have the best in the business reporting it to you!

Garry Bartecki

Bottom Line columnist

Dave Kahle

Sales Trend columnist

Clete Campbell

Your Business columnist

Kathy Regan

Material Handling Wholesaler editor

Mary Glindinning Features columnist

John Walker

Aftermarket columnist

1979-2014

The material handling voice in the wholesale industry!


Put a Pencil to Us

Reduce your operating costs with wheels that last longer than the competition. Thombert is the most requested brand by warehouse managers nationwide. Guaranteed life and lower costs! Test our polyurethane wheels and tires against your current brand. Calculate your total cost per hour, and if Thombert is not lower, you get your money back. Thombert is the only company with the performance guarantee that keeps the competition up at night while you get a good night’s rest. It’s that simple.

The Lowest Cost

800.433.3572 | www.thombert.com

www.MHWmag.com

May 2014

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REMANUFACTURED

STEER AXLES Over the past 35 years, AIT has equipped their shop with specialty tools and equipment. This machine shop capability makes it possible to reman steer axles for you. We subcontract the chroming of the cylinders, but the rest of the process is done in-house by AIT.

WE KNOW TRANSMISSIONS... AND WE KNOW STEER AXLES! American Industrial Transmission Inc. 20395 Hannan Pkwy. Walton Hills, OH 800-588-7515 • Fx 440-232-8142 sales@aittransmission.com • www.aittransmission.com

Advertiser’s Index Advance Metalworking Company, Inc.. . . 28

Engine Power Source. . . . . . . . . . . . . . . . . . 11

Advantage Material Handling, Inc.. . . . . . 47

Flight Systems Industrial Products (FSIP). . . . . . . . . . . . . . . . . . . . . . . 10

Aftermarket Services. . . . . . . . . . . . . . . . . . 29

Phillips Mine & Mill, Inc. (Irwin Transportation). . . . . . . . . . . . . . . 35 Power Solutions Inc. . . . . . . . . . . . . . . . . . . 29

Florida Lift Systems. . . . . . . . . . . . . . . . . . . . 15

Rack Deck . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Fork-Co USA Sales, LLC. . . . . . . . . . . . . . . . . . 19

Regency Metals . . . . . . . . . . . . . . . . . . . . . . . 32

Forklift Pro, Inc.. . . . . . . . . . . . . . . . . . . . . . 25

Rhino Rubber, LLC. . . . . . . . . . . . . . . . . . . . . . . 4

American Permalight, Inc.. . . . . . . . . . . . . . 34

Forklift Safety Training Services. . . . . . . . . 8

Safety Systems & Controls Inc.. . . . . . . . . . 46

Arcon Equipment, Inc. . . . . . . . . . . . . . . . . . 24

Gateway Rack Corp.. . . . . . . . . . . . . . . . . . . 18

Shoppa's Material Handling. . . . . . . . . . . . 33

Bay Equipment Co.. . . . . . . . . . . . . . . . . . . . . 21

Grindstaff Engines, Inc.. . . . . . . . . . . . . . . . 16

Stellana U.S.. . . . . . . . . . . . . . . . . . . . . . . . . . 17

Cavaion Baumann USA. . . . . . . . . . . . . . . . . . 2

H&K Equipment Company . . . . . . . . . . . . . . . 34

Summit Metal Products, Inc.. . . . . . . . . . . . 22

CharNor Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . 54

Hader Industries Inc. . . . . . . . . . . . . . . . . . . 49

Superior Engineering . . . . . . . . . . . . . . . . . . 48

Clark Material Handling Co. . . . . . . . . . . . . 9

Hamilton Caster and Mfg.. . . . . . . . . . . . . . . 3

Superior Tire & Rubber Corp.. . . . . . . . . . . . 27

Connell Finance Co. Inc. . . . . . . . . . . . . . . . 20

Jamco Inc.. . . . . . . . . . . . . . . . . . . . . . . . . 23, 45

Thombert, Inc. . . . . . . . . . . . . . . . . . . . . . . . . 51

De Lage Landen Financial Services. . . . . . . 14

Joseph Industries, Inc.. . . . . . . . . . . . . . . . . . 24

Tri-Boro Storage Products. . . . . . . . . . . . . 53

Dyna Rack. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Melmor Associates, Inc.. . . . . . . . . . . . . . . . 37

TVH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13, 56

Dynamic Manufacturing Co.. . . . . . . . . . . . 44

Mor-Value Parts Company. . . . . . . . . . . . . . 26

UNIRAK Storage Systems. . . . . . . . . . . . . . . . 55

ECOTEC LTD. LLC. . . . . . . . . . . . . . . . . . . . . . . . 20

Motor Tech, Inc.. . . . . . . . . . . . . . . . . . . . . . . . 5

Wy'East Products . . . . . . . . . . . . . . . . . . . . . 30

All Brand Forklift Parts . . . . . . . . . . . . . . . 21 American Industrial Transmission Inc. . . . . . . . . . . . . . . . . . 12, 52

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PALLET RACK

Reach New Heights with Tri-Boro HEAVY DUTY HIGH BAY SHELVING POSTS

Tri-Boro Storage Products

800.633.3070

triboroshelving.com


A PARTNERSHIP with

for REMAN means... BEST VALUE FOR $SPENT COMPETITIVE Pricing BEST Core Policy - BEST Warranty

EQUALS...

YOUR CUSTOMER’S SATISFACTION www.charnor.com

1-800-447-3967


Dealers: Our job is to make you look great. Seeing is believing. ...your racks look great c. has helving, In k S t a th w a o ir n k n u U o y w ...received many compliments d to let nd f our ne Just wante their installation o a wonderful job a s) re id d Looking forward to future complete (Phase I). They d ached a few pictu ks att installations pallet rac s look g reat. (I em k ents on th and m li your rac p m many co for mation received ssed on Unirak’s in o friends. e v a h e W a our ation to tw nd have p already a c. contact infor m installations in s. In e ar , r e g y u t in w fu fe Shelv rward to lans over the next fo g in k p o III Lo e nd orang nd Phase of blue a We are Phase II a s r lo o c r is you ans? range uestion – in spray c A quick q ble commercially elving blue and o a sh il t paint ava painting our rive r racking. f u thinking o m look similar to o e tour e th e me and th we v ti u o y to ha r e sale. If u again fo I thank yo e difference and th ondary source d n a d d o c T it made th ven as a se , last year … lp your business, e ith steel strapping e w se h , a r le e m v p ja ., a can e ight be in ction products, etc m u o y n e te wh pro products, shipping te to call! ta never hesi

Eric,

rds, Best rega aapala John A. H

pany -1062 m taple Com ivonia, MI 48150 Staple.co Budget S L | Budget , t. 8 C 8 9 d .8 el 5 fi 2 h ic .4 4 R 3 1 1267 | Fax 7 25.1212 Tel 734.4

Convention Offer - FREE sunglasses in Orlando! We’re sponsoring the New Members Party. Say hello after or anytime during the convention. See the value in a vendor that cares.

Look great with FREE shades! (convention guests - mens/womens Columbia, Nine West, Dockers - more)

800.348.7225 www.unirak.com

Unirak F&F Industries, Inc. Quick Ship

7260 Telegraph Rd. Taylor, MI 48180


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May 2014  
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